Only a decade or so ago, those human resources professionals who hadn't yet found their way onto the Internet were finding themselves increasingly left out in the cold.As we slip swiftly into the second decade of the 21st century, it's those who haven't yet begun to participate in 'social media and networking' that are starting to feel the chill.

Only a decade or so ago, those human resources professionals who hadn't yet found their way onto the Internet were finding themselves increasingly left out in the cold. As we slip swiftly into the second decade of the 21st century, it's those whohaven't yet begun to participate in 'social media and networking' that are starting to feel the chill.

Today, in the age of information, people are paid for their ideas: to create original knowledge products or add value to existing products. Given their self-reliance, it is not surprising that workers take pride in their outputs—up to half of employees take a portfolio of files with them when they leave.
When employees move on, many feel entitled to the work they’ve created.They presume it is acceptable to transfer work documents to personal computers, removable media, tablets, smartphones or online file sharing apps. Some pilfered data is innocuous and already in the public realm. But some of it is classified. Read this paper to find out how to collect and secure data to protect operations, reputation and continuity when employees leave.

This white paper shows how IT departments can help the business implement a solution that integrates with existing business applications and transforms procurement into a fast, agile process—all in a trusted environment.

In this whitepaper, industry expert Michael Volkov, CEO of The Volkov Law Group, LLC, shares key questions no business can afford to overlook when evaluating and selecting vendor risk management solutions.

For decades, large companies have been wary of corporate venturing. So why are more and more smart companies going VC to find their next breakthroughs? With corporate R&D units under pressure to focus on a narrow range of projects, companies often lack a good way to sniff out competitive threats beyond their main areas of expertise. A corporate venture capital fund for investing in outside startups can help a company see, understand, and respond rapidly to changes in the business landscape. But the parent company’s processes tend to bog down these funds.

Capital abundance, low interest rates, and high volatility are creating new challenges and opportunities in equity markets. To succeed in this crowded and complex global landscape, you must take your investment expertise to a new level. The Private Equity and Venture Capital program at Harvard Business School explores cutting-edge industry models and related issues—from venture capital, growth equity, and buyouts to industry infrastructure, portfolio strategies, and decision-making processes.

Why are more and more smart companies going VC to find their next breakthroughs? A corporate venture-capital fund for investing in outside startups can help a company see, understand, and respond rapidly to changes in the business landscape. In this Harvard Business Review article, HBS Professor Josh Lerner, faculty chair of the HBS Executive Education program Private Equity and Venture Capital, shares six ways to create a venture fund that’s as savvy and nimble as the best private VCs.

Capital abundance, low interest rates, and high volatility are creating new challenges and opportunities in equity markets. To succeed in this crowded and complex global landscape, you must take your investment expertise to a new level. The Private Equity and Venture Capital program at Harvard Business School explores cutting-edge industry models and related issues—from venture capital, growth equity, and buyouts to industry infrastructure, portfolio strategies, and decision-making processes.

The face of corporate learning has changed. It is no longer possible to develop your human capital with a single approach. Today’s corporate environment calls for out-of-the-box thinking, incorporating the advantages of many types of learning to benefit your company’s single biggest investment: your people.
This handy guide will help you navigate the growing number of learning solutions and equip you with eight must-ask questions as you develop your learning program.

In this whitepaper, Andrew Foose, vice president of NAVEX Global’s Advisory Services Team, analysed recent legal developments in the U.K. and uncovered four valuable clues on how enforcement of financial crimes may play out in 2015

In this Gigaom Research Webinar, we will examine the schism between the automated enterprise and the manual operations that support it, assess the tools and processes available to bring the back office up to speed, and present a roadmap to bring business agility and consistency to your operations. We will discuss real-world examples and draw lessons that businesses of all sizes can use.

This paper shares the 7 steps organisations need to take to ensure that they meet the requirements of standard-making bodies worldwide and to also establish a culture of ethics, integrity and compliance.

To compete in today’s global marketplace, employees at every level of your organization need to understand the risks associated with a broad spectrum of compliance issues and feel empowered to make the right decisions — even when no one is watching. Sixty-two percent of organizations cite risk management and assessment as a top-three concern when asked about elements of success.
Many companies struggle to meet this challenge, but an effective compliance training program can foster a culture of workplace best-practices from the boardroom all the way to the shop floor.
Here are 10 questions that you may find useful to consider when planning or reviewing your code of conduct program.

This report reviews all-industry benchmarks created using data from all participating companies 4,600, in the NAVEX Global database and should serve as an excellent starting point for companies wishing to assess their organization’s reporting data—and help equip them to make informed decisions about programme effectiveness, potential problem areas and necessary resource allocations.

States, counties and municipalities have historically relied on local brick-and-mortar businesses to collect retail sales taxes. These businesses collected the sales tax from their customers, and then remitted the tax proceeds to their local sales tax jurisdiction. It was a straightforward process, and no one much quarreled with who owed the taxes and who would receive them.
That straightforward proposition became complex with the rise of thousands of catalog merchants in the ‘70s and ‘80s. Catalog merchants sold to consumers nationwide, who began to shift their purchases away from local brick-and-mortar merchants. This reduced revenue to local sales tax jurisdictions because catalog companies rarely collected sales taxes from their customers.
Download this White Paper for more information.